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Mr. Kelly expressed appreciation for the manager's acknowledgement of the big issues mentioned by <br />councilors during the executive session. However, that only went so far for him, because many of the same <br />issues had come up the past year and nothing had improved. In fact, some things had gotten worse. He <br />cited the issue of council support as an example. He said the majority of the questions he posed to the <br />manager in their monthly one-on-one sessions were not answered unless he asked them again. <br /> <br />Mr. Pap6 thought the manager did a good job of leading the organization and managing the staff. He was <br />concerned about certain aspects of the council-manager relationship and looked forward to work on those <br />issues over the next year. <br /> <br />Mr. Pap6 expressed appreciation for the manager's attempts to get the council to sit down and establish <br />some high-level goals. He wanted to see the action plans associated with those goals sooner than the council <br />seen them. He looked forward to regular review sessions to keep the council informed. He hoped that set a <br />future pattern. <br /> <br />Mr. Pap6 thought the manager had done a good job in his hires, which spoke to his managerial skill. <br /> <br />Ms. Ortiz expressed general satisfaction for the manager's performance. She hoped she continued to feel <br />good about it. She expressed her interest in getting sufficient and accurate information that allowed her to <br />make a good, educated vote. Ms. Ortiz had observed that people seemed to be happy to be employed at the <br />City of Eugene and she was glad to be a part of the organization. She looked forward to continued work <br />with the manager. <br /> <br />Ms. Bettman expressed regret that she had to write such a critical evaluation of the manager. She said the <br />only recourse the council had when it perceived something wrong in the organization was through the City <br />Manager. She expressed appreciation that the manager had acknowledged her comments were not new to <br />him, but said she had seen no change in his approach. Ms. Bettman also expressed appreciation for the <br />manager's strong management philosophy, but she saw a disconnection between that and how the council's <br />policy was implemented "on the ground." She said it was important to her to know how City policies impact <br />residents. <br /> <br />Ms. Bettman expressed disappointment at the minimal amount of feedback into the manager's evaluation <br />from employees as opposed to management and questioned why more employees did not participate. <br /> <br />Ms. Bettman said the way the manager interpreted the charter provisions defining manager/council roles and <br />function was so strict that it became an obstacle to the manager and council working together. <br /> <br />Mr. Pryor discussed the relationship between the manager and council. He touched on the issue of <br />communication, and said a trusting relationship was a product of better communication. He said the <br />council's needs must be at the "top of the food chain" if the relationship was to work. Mr. Pryor empha- <br />sized the importance of the manager being responsive to the council. He said the more informed the policy <br />makers could be, the more focused and effective they would be at their jobs. <br /> <br />Mr. Pryor noted his own employment as a public relations officer for a government organization and said he <br />did not think he was a propagandist. He thought that information was extremely important to informing the <br />public about what it needed to know, so the more effective the City could be at conveying what it was <br />working on, the more effective it would be. He thought public relations an important function. <br /> <br />MINUTES--Eugene City Council July 18, 2005 Page 6 <br /> Work Session <br /> <br /> <br />